M. Dijkstra (Majorie)http://repub.eur.nl/ppl/10614/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositoryStimulating strategically aligned behaviour among employeeshttp://repub.eur.nl/pub/17171/
Sun, 01 Nov 2009 00:00:01 GMT<div>C.B.M. van Riel</div><div>G.A.J.M. Berens</div><div>M. Dijkstra</div>
Strategically aligned behaviour (SAB), i.e. employee action that is consistent with the company's strategy, is of vital importance to companies. This study provides insights into the way managers could promote such behaviour among employees (who can be managers as well) by stimulating employee motivation, by informing employees, and by stimulating the development of their capabilities. The results of surveys conducted in three organizations suggest that, first, perceived efforts by management aimed at motivating and informing employees (both managers and non-managers), and at developing their capabilities, each are related to SAB. Second, among the perceived efforts to stimulate motivation among employees, providing a rationale for the strategy and an open communication climate have a stronger relationship with SAB than participation in decision making and supportiveness. Third, the perceptions of the different types of managerial effort are related to each other. For this reason, the efforts have direct as well as indirect relationships to SAB. Fourth, each of the perceived efforts seems to be complementary to the others, in the sense that the relationship of one type of effort to SAB is stronger when other types of effort are perceived to be higher.Stimulating Strategically Aligned Behaviour among Employeeshttp://repub.eur.nl/pub/12903/
Fri, 01 Aug 2008 00:00:01 GMT<div>C.B.M. van Riel</div><div>G.A.J.M. Berens</div><div>M. Dijkstra</div>
Strategically aligned behaviour (SAB), i.e., employee action that is consistent with the company’s strategy, is of vital importance to companies. This study provides insights into the way managers can promote such behaviour among employees by stimulating employee motivation and by informing employees, and by stimulating the development of their capabilities. The results of surveys conducted in three organisations suggest that, first, efforts by management aimed at motivating and informing employees (both managers and non-managers), and at developing their capabilities, each have an influence on SAB. Second, among the efforts to stimulate motivation among employees, providing a rationale for the strategy and an open communication climate have a stronger effect than participation in decision making and supportiveness. Third, the perceptions of the different types of managerial efforts influence each other. For this reason, the efforts have direct as well as indirect effects on SAB. Fourth, each of the efforts acts as a necessary condition for SAB to occur. Finally, the effect of informing efforts appears to be stronger for managerial employees than for non-managerial employees, and also for employees who have a better understanding of the organisation’s strategy.Stimulating Strategically Aligned Behaviour Among Employeeshttp://repub.eur.nl/pub/10067/
Thu, 10 May 2007 00:00:01 GMT<div>C.B.M. van Riel</div><div>G.A.J.M. Berens</div><div>M. Dijkstra</div>
In recent years it has become increasingly important for companies to ensure strategically aligned behaviour, i.e., employee actions that are consistent with the company’s strategy. This study provides insights into the way companies can stimulate such behaviour through motivating and informing their employees, and by providing them with the necessary capabilities. The results of surveys conducted in three organisations suggest that motivating, informing, and providing the necessary capabilities are essential conditions for strategically aligned behaviour to occur; however, this only holds when a company has not sufficiently engaged in one or more of these practices in the past. For example, in the case that employees have already been sufficiently informed about the company’s strategy, it would be of greater benefit to then reduce efforts to inform them and increase efforts to motivate and develop capabilities.The Influence of Employee Communication on Strategic Business Alignmenthttp://repub.eur.nl/pub/6996/
Tue, 18 Oct 2005 00:00:01 GMT<div>C.B.M. van Riel</div><div>G.A.J.M. Berens</div><div>M. Dijkstra</div>
Over the last years, it has become increasingly important for companies to create strategic business alignment (SBA), i.e., the degree to which employees understand, support, and are able to execute the companies’ strategic initiatives. This study provides insights into the way companies can create SBA through employee communication. Specifically, we examined the influence of different dimensions of employee communication on employee attitudes toward their company’s strategic initiatives, and on employee behavior regarding the strategic initiatives. The results show that especially management communication, communication about strategic initiatives, and the communication climate within an organization are of vital importance to stimulate SBA.Separate and joint effects of medium type on consumer responses: A comparison of television, print, and the Internethttp://repub.eur.nl/pub/76654/
Tue, 01 Mar 2005 00:00:01 GMT<div>M. Dijkstra</div><div>P.C.A.M. Buijtels</div><div>W.F. van Raaij</div>
This study explores the effects on consumer responses of single- and multiple-media campaigns consisting of television, print, and the Internet. Multiple media in a campaign are expected to have synergy effects. We examine whether a complementarity effect is present in multiple-media campaigns related to media differences in evoking cognitive, affective, and conative responses. Media contribute differentially to the route to persuasion and may complement each other in a marketing-communication campaign. The results show that TV-only campaigns are superior in evoking cognitive responses. This superiority is probably due to the larger number of senses stimulated as well as the forced exposure associated with television as a delivery medium. Affective and conative responses do not significantly differ between the single-medium campaigns. Product involvement influences brand affect and purchase intention. The analysis of covariance reveals a complementarity effect in multiple-media campaigns compared to the Internet-only campaign. However, compared to the TV-only campaign, multiple-media campaigns are less effective in evoking cognitive responses. For most responses, print-only campaigns are as effective as multiple-media campaigns.